importance of information management edit

8/6/2019 Importance of Information Management Edit

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NEED FOR INFORMATIONMANAGEMENT

COACH: M.KULOTHUNGAN


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2

What Do Managers Do?Functional Approach

Planning Defining goals, establishing strategies to

achieve goals, developing plans tointegrate and coordinate activities.

Organizing Arranging and structuring work to

accomplish organizational goals.

Leading

Working with and through people toaccomplish goals.

Controlling

Monitoring, comparing, and correctingwork.

Information Is A Must To Perform All 4 Functions Above


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3

Management Functions

Information Is A Must To Perform All 4 Functions Above


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One Of The Key Management Roles Is MaintainingAnd Transferring Information

Mintzberg concluded that managers perform10 different but highly interrelated roles.

These 10 roles can be grouped under threeprimary headings:

Interpersonal relationship

Figureheads & Leaders

The transfer of information

Decision making

Initiate Activities; Handle Disturbances;

Allocate Resources; Negotiate Conflicts

Receive; (Manage), Disseminate Crit ical

Info


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The Informational Roles Include

Three RolesRole Description Identifiable

Activities

Monitor Emerges as nerve center of internaland external information aboutInformation.

Reading periodicals andreports; maintainingpersonal contact.

Disseminator Transmits information received fromother employees to members of

the organization.

Holding informationalmeeting; making phone

calls to relay information.Spokesperson Transmit information to outsiders on

organizations plan, policies, actions,results, etc.

Holding board meeting;giving information to themedia.


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Decision Making Include Four RolesRole Description Identifiable

Activities

Entrepreneur

Searches for development opportunities in thedynamic environment and initiatesimprovement projects to bring about change.

Designing and initiatingchanges within theorganization.

Disturbance

handler

Responsible for corrective action when

organization faces important disturbances.

Taking corrective action in

nonroutine situations.

Resourceallocator

Responsible for the allocation of organizationalresources of all kinds.

Performing any activity thatinvolves budgeting and the programming ofemployees work.

Negotiator

Responsible for representing the organization at

major negotiations.

Participating in negotiationswith other parties.

Information Is A Must To Perform All 4 Roles


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Decision Making Key Influencer OfPeoples Opinion/Feedback


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Information Management Based

On Level in the Organization For A Middle Manager Organizing, Planning And ControllingForms 64% Of His Job. And All Three Require High Degree OfInformation Gathering, Information Maintaining AndDisseminating Information.

15%

Planning

Organizing

24%

Controlling

10% Leading51% Leading

36%

Planning

18%

Organizing

33%

Controlling

13%

Planning

28%

Controlling

14%

Leading

22%

Organizing

36%

First-Level Managers Middle-Level Managers Top Managers

Distribution of Time per Activity by Organization Level


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Information Handling An ImportantSkill For Successful Managers

General skills

Conceptual skills

Interpersonal skills

Technical skills

Political skills

Specific skills Controlling the organizations

environment and its resourcesOrganizing and coordinating

Handling informationProviding for growth and

developmentMotivating employees and

handling conflicts

Strategic problem solving


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Information Is A Key Criteria For TrueStrategic Alliance Partnerships (InternalOr External)

Information:Partners Want To Communicate Openly About

1.Goals (Commitment),

2.Technical Data,3.Problems (Crisis), And

4.Changing Situations (More So When There IsLikely To Be Crisis)

Items 3 & 4 Are

a.Important For Crisis Management

b.Reduces Fire Fighting And Conflicts

(Pressure Points) (OFI)

(OFI)

(OFI)


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Information:

Each Partners Must Be Able To Trust All

The Others With Strategic InformationAnd Also Trust That Sharing Of SuchInformation Will Deliver QualityProducts Even If The Business GrowsQuickly And Makes Heavy Demands



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Information:A Person Genuinely Not Being Able To

Provide Information And For The Asking, ByNot Being Prepared With Such Information,May Be Construed As Not TransparentByStrategic Alliance Partnership


Open 360 Degree Feedback

Weaknessa.Openness and t ransparency wit h

peers/colleaguesb.Try to be litt le more transparent than being

diplomatic

(OFIs)


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Information:Not Being Able To Provide Information Can Also

Lead To Impressions (Feedbacks) Such AS

Information Handling Or The Lack Of It InfluencesPeoples Opinion Of An Individual

Open 360 Degree Feedback

Weaknessa.At times over-casual

b.At times overconfident

c.Needs more process oriented approach

d.Concentrate more on problem solving andcommunication skills which very much essential forthe present assignment

e.Desk , documents, time management to improve

(OFIs)


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Gather data

In a truly consumer-drivencompany, decisions are based ondata so the person with the bestdata wins. Scott Cook; Founder,Intuit

Lots of different types of data

Internal data

External data

Market data

Product data

Ten Tips For New Product Managers

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